What if We Shifted the Basis of Consulting from Knowledge to Knowing?
指出当前管理咨询研究过于关注揭穿咨询知识，导致研究与实务脱节，提出基于“认知”（即知识应用与创造的社会情境活动）的替代咨询实践方法，探讨问题解决、参与和知识转移等关键方面如何不同处理。
In this article, we argue that a focus on the debunking of consulting knowledge has led to a disconnect between the research and the practice of management consulting. A renewed focus on consulting practice, that is, the doing of consultancy itself, affords an opportunity for bringing clients, practitioners and researchers of consulting closer together. We sketch an outline of an alternative approach to consulting practice, based not on knowledge, but on knowing, the socially situated activity whereby knowledge is applied and created. Borrowing from the practice-based theories of organizational knowledge and knowing, we explore how key aspects of consulting practice—problem solving, participation and knowledge transfer—might be handled differently when we give primacy to practice. We discuss the viability of this alternative approach, and argue that despite established relations of power and politics, the dynamic and indeterminate nature of practice environments does afford some space for this and other alternative forms of consulting practice to take hold.